Chief Executive Officer (CEO), President, Director and Member of Executive Committee, The Walt Disney Company.
Name: Robert A. Iger Age: 60 (Born February 10, 1951 )Birthplace: New YorkAlma Mater: Ithica CollegeCurrent Residence: Los Angeles, CaliforniaSpouse: Willow Bay "It's in our interest to put some of the old rules aside and create new ones..." Robert Iger, Disney CEO
Senior Management Team Positionsheldfor The Walt Disney Company (Disney):
1996-1999: Chairman of the ABC Group
1999-2000: Chairman of the ABC Group and President of Walt Disney, International
2000-2005: President and Chief Operating Officer of Disney
2005-present: President and CEO of Disney
Major Achievements for Iger since 2005:
2006:Disney acquired Pixar, Inc.
2006-2007: Named one of Fortune Magazines "Top 25 Most Powerful People in Business"
2009:Disney acquired Marvel
2009:Named one of Forbes Magazines "Top Gun CEO's"
2009-2011: Disney is named one of Fortune magazine's "America's Most Admired Companies"
2010:Appointed to President Obama's President Export Council
"He's got the company working like a team again...it's very impressive." Stanley Gold
"Zero to Hero": Why Iger?
Robert Iger was chosen as the CEO leader for the group project, because of his involvement with one of the most successful and well known corporations in the world, The Walt Disney Company. Originally the group wanted to research and learn more about Walt Disney, the founder of The Walt Disney Company. However, the group changed its mind, wanting to discover more about a CEO who took over for a world corporation that originally "all started with a mouse." The group also wanted the opportunity to see how Iger's values reflect those of the corporation's founder, Walt Disney. Iger took over for The Walt Disney Company's previous CEO Michael Eisner, who led the corporation through numerous struggles. The group also wanted a chance to explore the leadership styles of a CEO who has numerous markets; Disney leads markets in the theme park industry, animation, apparel, and more. Managing a company with so many facets and divisions is an extremely difficult task and the group wanted to explore how Robert Iger, the current CEO of Disney, handles this endeavor.
"Reflection" into Iger's Personality
Managing to stay level-headed while maintaining the grand visions that keep Disney close to the hearts of children and adults across the planet is no easy task, yet Iger has managed to do just that in his time at Disney. As a previous employee of ABC, he quickly learned from his mistakes with an admirable amount of humility and was well-prepared to succeed after the Disney/ABC merge occurred. Later on after having received numerous promotions, Iger was able to win over Roy Disney (Walt Disney’s nephew) who actually tried to file suit against Disney's corporate board when Iger was promoted from COO to CEO. Through calm reasoning and an amiable demeanor, and without stooping to coercion, Roy was eventually convinced by Iger to rescind his lawsuit and stay on at Disney. This is clear evidence that Iger maintains high agreeableness. Another piece of evidence is that the former CEO, Michael Eisner, had a reputation of being difficult to work with, but Iger maintained a relatively close relationship with him. One of Iger’s first moves as CEO was to eliminate certain control structures within the corporation that allowed the previous CEO to micromanage lower tiers of the company at will, one of many moves that quickly won the good will of his employees. On top of it all, Iger is considered a “nice guy” by many of his employees and is anything but the conceited stereotype that billionaire CEO’s tend to fill.
On the Myers-Briggs Type Indicator, we would say that Iger ranks high on Introversion, Intuition, Thinking, and Judging (IITJ). He ranks high on introversion because he gains a lot of his motivation internally. With his ability to wake up at 4:30am daily, and be at the company within two hours shows that he is motivated by himself to perform. Also, when co-workers give an opinion or statements about him, it's about what he does for the company instead of more about his personal life. He ranks high on intuition because he makes a lot of business decisions based of his sixth sense while also thinking through the entire business problem. For example, Iger really strived to globalize Disney's theme parks so he attempted and succeeded in building the $3.6 theme park in Hong Kong despite the Chinese government regulations and restrictions. His high ranking in thinking is seen through him making decisions based on logic and being impartial with his personal opinions and beliefs. Lastly Iger ranks high in judging because he is very task oriented and manages a planned and orderly life; clearly displayed by him waking every day at 4:30 am and being at the company within two hours of that.
Goal-oriented
Competitive
Work-centric
Independent
In regards to the Big Five Personality Traits, most would agree that Iger is introverted, agreeable, conscientious, and emotionally stable, but not necessarily open to new experiences. His introversion and agreeableness as stated above have proved very beneficial to his career and to Disney as whole. Similarly, the calm disposition that allows him to be agreeable has created a more relaxed working environment at Disney. This emotional stability also allows Iger to stay calm in stressful situations and although he may not have been the most exciting candidate, he knew Disney inside and out. Additionally, employees have said he is a temperate, hard-working and organized individual. These qualities allow Iger to run Disney with precision, but some question whether he has the creativity to be CEO of Disney. He is seen more as a technocrat than an invisionary. Nevertheless, they are hoping his great people skills and technicality will later transfer to creativity.
As a baby boomer, Rober Iger started his career as a studio supervisor, and worked in various production positions for ABC group until it was sold to Walt Disney Company. Baby boomers are extremely hardworking and motivated by position, perks and prestige, they relish long work weeks and define themselves by professional accomplishments. As Robert Iger worked for ABC almost his entire career, it reflects that he has a strong commitment to the workplace. He is achievement-oriented, dedicated and career-focused. He started his career in a production position and successfully adapted himself to several different senior management positions. Rober Iger clearly has an internal locus of control and internal attributions, more explictly described as he believes harworking and commitment lead to success.
"The Bare Necessities" of Iger's Values
Iger understands the corporate social responsibility that Disney holds, what with the massive youth-based demographic which follows the company. Within a year of being promoted to CEO Iger began forming new “green” initiatives within the company as well as forcing taxes upon other subsidiary units of Disney as necessary to force the conscientious of resources. Even when the threat of taxation fails and a company chooses to harm the environment at their gain, Iger ensures that all of the tax funds are funneled into forest and animal conservation efforts around the world. Iger also claims that these green initiatives have only grown in power as time passes, despite with the troublesome economy hurting business as a whole. In terms of instrumental, Rober Iger has the notable attributes as competence, open-mindedness, and also helpfulness. As the top manager in the company he appreciates every opportunity to communicate with his colleagues whether on the elevator, in the cafe, and any other location he thinks is accessible for his employees to give their own opinions about the company. Simultaneously, he helps them setting the attainable and realistic goals and even gives incentive to do so. This is discussed more under "Motivation." Iger advocates the idea about ecological, green approach for Disney, and has the discernment about future direction for the company. Disney created a program called Friends for Change (also referred to as Friends for Change: Project Green), which is a pro-social green initiative started in the summer of 2009. Disney stars stress environmental issues in the campaign, encouraging fans to take action. The year-long campaign draws on how Disney stars connect with young fans. They want to have the positive influence brought by Disney stars on the young generations in oder to let those young fans have a better understanding of environment conservation.
"The story shouldn't be about me. It's about the team." Robert Iger, Disney CEO
"Whistle While You Work" for Iger's Approach to Motivation
Robert Iger brought in a straightforward and direct approach to motivating the corporation when he became CEO. A fundamental component of his management style is that he motivates his employees by looking them in the eye and directly telling them what is on his mind. This allows the employees to have clearly defined leadership roles and gives them the space to operate in. This creates a level of accountability and empowers people to accomplish their tasks. It also makes them feel as if they are a valued part of the company and have a say in where the company is headed as Iger strives to communicate directly with his employees.
One of the first things Iger did when he became the CEO of Disney was abolish the central planning unit, which was staffed by people close to the prior CEO, Michael Eisner. Iger felt that this department was a barrier to creativity and its removal created the opportunity for innovation in the company. The effect of this major change allowed more individuals to create and present ideas to their supervisors. Leading a business in this fashion motivates workers to develop and assume responsibilities that contribute to organizational goals while also encouraging them to have affective commitment to the company.
Disney also provides an excellent working environment for their employees, who are more commonly known as "cast members." Referring to their employees as “cast members” fulfills Clayton Alderfer’s ERG Theory. This provides an opportunity for cast members to fulfill their need for relatedness. Through this approach employees are intertwined with one another, and are able to fulfill their need to have a feeling of ownership in the company. This also leaves opportunity for to fulfill the need for growth, because the employees are more motivated to achieve with their sense of responsibility to their company.
Douglas McGregor is also reflected in Iger’s structure of the corporation. Employee assistant centers are spread throughout the parks and are available to all employees. They provide services including, but not limited to, discount programs, childcare information, money order, postage stamps, check cashing and bus passes. It is clear that managers understand the fundamental needs of the employees to maximize their motivation to achieve and loyalty to the company. These types of behavior are described in McGregor's Theory X and Theory Y model. It is clear that Theory X is being met because their physiological needs and safety and security needs are met through the programs included to employees. Iger’s employees are in the Theory Y stage of human needs, and are motivated through social needs, esteem needs, and self-actualization needs.
About the Group:
Zac Zhuang: Undergraduate, Finance, 2013 Alyssa Gibson: Undergraduate Marketing & International Business, 2013 Brian Tompkinson: Undergraduate Information Technology, 2012 Kelly Verstat: Undergraduate Accounting, International Business & Spanish, 2013 Emily Volbrecht: Undergraduate Accounting and Finance, 2013
Robert A. Iger
Chief Executive Officer (CEO),
President,
The Walt Disney Company.
Name: Robert A. Iger
Age: 60 (Born February 10, 1951 )Birth place: New YorkAlma Mater: Ithica CollegeCurrent Residence: Los Angeles, CaliforniaSpouse: Willow Bay
"It's in our interest to put some of the old rules aside and create new ones..."
Robert Iger, Disney CEO
Team Robert Iger Video 1
Team Robert Iger Video 1
Team Robert Iger Video 2
Team Robert Iger Video 2
Senior Management Team Positions held for The Walt Disney Company (Disney):
Major Achievements for Iger since 2005:
"He's got the company working like a team again...it's very impressive."
Stanley Gold
"Zero to Hero": Why Iger?
Robert Iger was chosen as the CEO leader for the group project, because of his involvement with one of the most successful and well known corporations in the world, The Walt Disney Company. Originally the group wanted to research and learn more about Walt Disney, the founder of The Walt Disney Company. However, the group changed its mind, wanting to discover more about a CEO who took over for a world corporation that originally "all started with a mouse." The group also wanted the opportunity to see how Iger's values reflect those of the corporation's founder, Walt Disney. Iger took over for The Walt Disney Company's previous CEO Michael Eisner, who led the corporation through numerous struggles. The group also wanted a chance to explore the leadership styles of a CEO who has numerous markets; Disney leads markets in the theme park industry, animation, apparel, and more. Managing a company with so many facets and divisions is an extremely difficult task and the group wanted to explore how Robert Iger, the current CEO of Disney, handles this endeavor.
"Reflection" into Iger's Personality
Managing to stay level-headed while maintaining the grand visions that keep Disney close to the hearts of children and adults across the planet is no easy task, yet Iger has managed to do just that in his time at Disney. As a previous employee of ABC, he quickly learned from his mistakes with an admirable amount of humility and was well-prepared to succeed after the Disney/ABC merge occurred. Later on after having received numerous promotions, Iger was able to win over Roy Disney (Walt Disney’s nephew) who actually tried to file suit against Disney's corporate board when Iger was promoted from COO to CEO. Through calm reasoning and an amiable demeanor, and without stooping to coercion, Roy was eventually convinced by Iger to rescind his lawsuit and stay on at Disney. This is clear evidence that Iger maintains high agreeableness. Another piece of evidence is that the former CEO, Michael Eisner, had a reputation of being difficult to work with, but Iger maintained a relatively close relationship with him. One of Iger’s first moves as CEO was to eliminate certain control structures within the corporation that allowed the previous CEO to micromanage lower tiers of the company at will, one of many moves that quickly won the good will of his employees. On top of it all, Iger is considered a “nice guy” by many of his employees and is anything but the conceited stereotype that billionaire CEO’s tend to fill.
On the Myers-Briggs Type Indicator, we would say that Iger ranks high on Introversion, Intuition, Thinking, and Judging (IITJ). He ranks high on introversion because he gains a lot of his motivation internally. With his ability to wake up at 4:30am daily, and be at the company within two hours shows that he is motivated by himself to perform. Also, when co-workers give an opinion or statements about him, it's about what he does for the company instead of more about his personal life. He ranks high on intuition because he makes a lot of business decisions based of his sixth sense while also thinking through the entire business problem. For example, Iger really strived to globalize Disney's theme parks so he attempted and succeeded in building the $3.6 theme park in Hong Kong despite the Chinese government regulations and restrictions. His high ranking in thinking is seen through him making decisions based on logic and being impartial with his personal opinions and beliefs. Lastly Iger ranks high in judging because he is very task oriented and manages a planned and orderly life; clearly displayed by him waking every day at 4:30 am and being at the company within two hours of that.
In regards to the Big Five Personality Traits, most would agree that Iger is introverted, agreeable, conscientious, and emotionally stable, but not necessarily open to new experiences. His introversion and agreeableness as stated above have proved very beneficial to his career and to Disney as whole. Similarly, the calm disposition that allows him to be agreeable has created a more relaxed working environment at Disney. This emotional stability also allows Iger to stay calm in stressful situations and although he may not have been the most exciting candidate, he knew Disney inside and out. Additionally, employees have said he is a temperate, hard-working and organized individual. These qualities allow Iger to run Disney with precision, but some question whether he has the creativity to be CEO of Disney. He is seen more as a technocrat than an invisionary. Nevertheless, they are hoping his great people skills and technicality will later transfer to creativity.
As a baby boomer, Rober Iger started his career as a studio supervisor, and worked in various production positions for ABC group until it was sold to Walt Disney Company. Baby boomers are extremely hardworking and motivated by position, perks and prestige, they relish long work weeks and define themselves by professional accomplishments. As Robert Iger worked for ABC almost his entire career, it reflects that he has a strong commitment to the workplace. He is achievement-oriented, dedicated and career-focused. He started his career in a production position and successfully adapted himself to several different senior management positions. Rober Iger clearly has an internal locus of control and internal attributions, more explictly described as he believes harworking and commitment lead to success.
"The Bare Necessities" of Iger's Values
Iger understands the corporate social responsibility that Disney holds, what with the massive youth-based demographic which follows the company. Within a year of being promoted to CEO Iger began forming new “green” initiatives within the company as well as forcing taxes upon other subsidiary units of Disney as necessary to force the conscientious of resources. Even when the threat of taxation fails and a company chooses to harm the environment at their gain, Iger ensures that all of the tax funds are funneled into forest and animal conservation efforts around the world. Iger also claims that these green initiatives have only grown in power as time passes, despite with the troublesome economy hurting business as a whole. In terms of instrumental, Rober Iger has the notable attributes as competence, open-mindedness, and also helpfulness. As the top manager in the company he appreciates every opportunity to communicate with his colleagues whether on the elevator, in the cafe, and any other location he thinks is accessible for his employees to give their own opinions about the company. Simultaneously, he helps them setting the attainable and realistic goals and even gives incentive to do so. This is discussed more under "Motivation." Iger advocates the idea about ecological, green approach for Disney, and has the discernment about future direction for the company. Disney created a program called Friends for Change (also referred to as Friends for Change: Project Green), which is a pro-social green initiative started in the summer of 2009. Disney stars stress environmental issues in the campaign, encouraging fans to take action. The year-long campaign draws on how Disney stars connect with young fans. They want to have the positive influence brought by Disney stars on the young generations in oder to let those young fans have a better understanding of environment conservation.
"The story shouldn't be about me. It's about the team."
Robert Iger, Disney CEO
"Whistle While You Work" for Iger's Approach to Motivation
Robert Iger brought in a straightforward and direct approach to motivating the corporation when he became CEO. A fundamental component of his management style is that he motivates his employees by looking them in the eye and directly telling them what is on his mind. This allows the employees to have clearly defined leadership roles and gives them the space to operate in. This creates a level of accountability and empowers people to accomplish their tasks. It also makes them feel as if they are a valued part of the company and have a say in where the company is headed as Iger strives to communicate directly with his employees.
One of the first things Iger did when he became the CEO of Disney was abolish the central planning unit, which was staffed by people close to the prior CEO, Michael Eisner. Iger felt that this department was a barrier to creativity and its removal created the opportunity for innovation in the company. The effect of this major change allowed more individuals to create and present ideas to their supervisors. Leading a business in this fashion motivates workers to develop and assume responsibilities that contribute to organizational goals while also encouraging them to have affective commitment to the company.
Disney also provides an excellent working environment for their employees, who are more commonly known as "cast members." Referring to their employees as “cast members” fulfills Clayton Alderfer’s ERG Theory. This provides an opportunity for cast members to fulfill their need for relatedness. Through this approach employees are intertwined with one another, and are able to fulfill their need to have a feeling of ownership in the company. This also leaves opportunity for to fulfill the need for growth, because the employees are more motivated to achieve with their sense of responsibility to their company.
Douglas McGregor is also reflected in Iger’s structure of the corporation. Employee assistant centers are spread throughout the parks and are available to all employees. They provide services including, but not limited to, discount programs, childcare information, money order, postage stamps, check cashing and bus passes. It is clear that managers understand the fundamental needs of the employees to maximize their motivation to achieve and loyalty to the company. These types of behavior are described in McGregor's Theory X and Theory Y model. It is clear that Theory X is being met because their physiological needs and safety and security needs are met through the programs included to employees. Iger’s employees are in the Theory Y stage of human needs, and are motivated through social needs, esteem needs, and self-actualization needs.
About the Group:
Zac Zhuang: Undergraduate, Finance, 2013
Alyssa Gibson: Undergraduate Marketing & International Business, 2013
Brian Tompkinson: Undergraduate Information Technology, 2012
Kelly Verstat: Undergraduate Accounting, International Business & Spanish, 2013
Emily Volbrecht: Undergraduate Accounting and Finance, 2013
Additional Links:
The Walt Disney Company Website
http://corporate.disney.go.com/corporate/bios/robert_iger.html
New York Times Articles
http://topics.nytimes.com/topics/reference/timestopics/people/i/robert_a_iger/index.html
http://www.nytimes.com/2010/04/11/business/11iger.html
Forbes
http://people.forbes.com/profile/robert-a-iger/79382
Business Week Articles
http://www.businessweek.com/magazine/content/07_06/b4020085.htm
Biography
http://www.notablebiographies.com/newsmakers2/2006-Ei-La/Iger-Bob.html
http://online.wsj.com/article/SB10001424052748704187204575101372029189644.html
Works Cited